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Get the most value from coaching efforts

When Sprint implemented a sophisticated coaching tool, the company also learned a lot about low-tech ways to improve its coaching efforts.

(Boonton, NJ, April 4, 2014) — When Sprint saw a decline in its customer satisfaction rankings a few years ago, it knew it needed to take action.

The solution was to enhance its coaching efforts by bringing together performance data and metrics through the use of a performance management system.

The beauty of the system, says Sprint’s Tequea Batson-Diaz, is that it is accessible by both parties — the employee as well as the supervisor. “Our practice is that after a coaching session, the supervisor enters comments on whatever was coached, and the employee then receives that exact entry and acknowledges that, yes, this is correct. And they can also add their own comments to the entry,” she says. “So the process really is a collaboration.”

That level of collaboration and accountability has significantly increased Sprint’s customer satisfaction scores.

It has also lead to some low-tech lessons about coaching. The most important is that you get better results by limiting the potential number of topics for coaching. Focusing on a few key themes is best.

Details on how Sprint uses its performance management system, and the low-tech lessons learned, appear in the April issue of Customer Service Newsletter.


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For more than 20 years, the Customer Service Group has helped customer service, call center and help desk managers increase productivity, improve service quality and boost customer satisfaction, loyalty and retention. The Customer Service Group publishes Customer Service Newsletter and The Customer Communicator.

Website: http://www.CustomerServiceGroup.com


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